ISO 16949 Clause 4.1.6 - Employee motivation in a low skilled workforce

Marc

Hunkered Down for the Duration with a Mask on...
Staff member
Admin
#11
The best motivators I know of are involvement and honest communication. Post scrap reports. Post monthly sales and profits figures. Employ profit sharing.

Randy said: "...Employees should be made to feel that they are an important part of the process..." I sort of agree - but I would say: "...Employees must feel that they are an important part of the business as a whole..." I believe we're saying the same thing, but I think the word BUSINESS is important.

Good points, Randy.

[This message has been edited by Marc Smith (edited 09 May 2000).]
 
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D

Don Reid

#12
I believe a culture change is required within the organisation. There is more than enough information regarding business performace (production, quality, sales, health and safety, etc) and employees are offered the opportunity to comment, post improvement suggestions and to attend improvement discussions.

However, it seems to fall onto the same couple of people to drive it through.

several briefing sessions have been held with the whole workforce (split into small groups and including management) in an attempt to get their 'buy in' into improvement programmes and to provide the springboard to increased motivation.


The most frustrating comment I hear is "we've been doing it this way for 40 years. Why change?".

I know the answer is blindlingly obvious and the answer has been given to the employees. I may as well talk to a wall.

Our major customer is keen to help (Jaguar Cars) as an improvement in our company naturally reflect in quality and delivery performance. However, we area small company employing 45 people. We do not have huge resources in terms of personnel and finance.

Any more comments, fellas..........


Don Reid
 
P

Paul Morrow

#13
Don

The thread suggests that improved communication will lead to improved motivation/business objectives. As you are in the UK have you considered a model like Investors In People as a means of spearheading a cultural *change/changing attitudes?

*I find the term 'change' too emotive. Not many object to 'improvement'.
 
D

Don Reid

#14
Paul -

Yes; I have been talking to the Leicestershire Training and Enterprise Council with that in mind. Curiously, when I mentioned this possibility at a works meeting, the general thought was "Ooo, good, were getting more money"!!!!!!!
 
J

Jim Biz

#15
Why Change? IMHO: Dig out a picture of a 40 year old Jaguar - compare it to this years model - what customers wanted (and would accept) 40 years ago is not what they want to see you do today.

"We've always done it this way" ---- is it still valid? can it be improved? is there a better way today? In 1960 you would be asking for information by telegraph - doing accounting with pencils and adding machines... What if we were still conducting business that way today?

Old comparison: - you either move forward with the traffic or literally become a permanent part of the road..

Regards
Jim
 

barb butrym

Quite Involved in Discussions
#16
I have a short story to tell that may or may not be relavent, but jumped to mind as I read the above posts. All this happened near the end of the "star wars" projects when the DoD buys were going away, and electronics companies were scrambling to change focus from military manufacturing to commercial.
The company i worked for had been getting complaints that several of the components they were getting failed their incoming visual inspection when they were delidded. The customer was purchasing commercial grade (ie no temp extremes, less process control and enviornmental testing, visual criteria not as stringent because of these less stressfull conditions). They were great at military manufacturing, and everyone proudly boasted that their stuff went into Patriot Missles, and on the space shuttle.
Try as I may, I couldn't get them past the "well what do they want, its just commercial?" attitude. What i ended up doing was provide a list of applications where commercial product would be used.......and the consequences of failures. Banks, medical devices, computer controls,commercial airplanes, automobiles, communication instruments (including military ) provided for a huge amount of respect. I got them past video games, personal computers and TV. The work force was thrilled to know what they were a part of, and there were zero complaints based on "its just commercial" processing...

moral of the story? give them a pride in ownership and anyone will go above and beyond...they need to know that what they make is worth putting the extra effort into.

As an auditor I saw a client that had some real meanial tasks,,low tech ...the guy was putting salad oil on a cutting blade for the food industry. He approached it with such pride and precision,,,,wiped each and every crevice carefully, hundreds of blades a day...each with as much care as the first. Why? he told me that "I love my job, if I don't do it properly the blade may rust, and maybe someone could get sick."

need i say more?

[This message has been edited by barb butrym (edited 10 May 2000).]
 
D

Don Reid

#17
Barb,

heard a similar one about a guy who swept the floor at Nasa. When asked by a visitor what he does, he replied "I help to put a man on the moon"

Don
 

barb butrym

Quite Involved in Discussions
#18
Yes Don...heard that one too....isn't that a wonderful way to look at your job?

I try, with every training I provide ....to instill/promote that type of pride. I strongly suggest that all auditors I train take that into effect during their audits of tasks that they find little interest in...never let the auditee feel that you are disintereted in what they are doing.
 
A

Alan Cotterell

#19
I'm posting an article I wrote in 1995. It appears also under ISO9000:2000 matters elswhere on this board - so sorry for the double posting. The article proposes a simple Scanlon plan (see also http://www.gainsharing.co.nz/Gainsharechapter.html)
Hope this doesn't bore you. Best Regards, Al

DRIVING ‘CONTINUOUS IMPROVEMENT’
BY PRODUCTIVITY GAIN SHARING

There have been schemes proposed for ‘Productivity Gain Sharing’. These are usually based on payment of cash bonuses as a result of assessment of arbitrary productivity indicators.

I suggest that the payment of this type of bonus is undesirable for the following reasons:

a) impact of the bonus is essentially short term;
b) areas such as occupational health and safety, and environment can be neglected by workers to more easily achieve payment of the bonus.

The new approach to quality management offers an opportunity to implement Productivity Gain Sharing in a much more effective manner.

The usual implementation of ISO9000 quality management systems involves documentation of work practices as ‘quality system procedures’, development of quality policy and mission and vision statements.

ISO9000 standards place a strong emphasis on ‘continuous improvement’ and the next phase may be implementation of Total Quality Management TQM. This activity concentrates on improvement of work practices through worker participation.

The normal sequence of events of TQM is:

a) plan a quality improvement to a process and document the process ‘warts and all’;
b) brainstorm for possible solutions using a group activity, and implement changes to the process;
c) check that an improvement has actually been achieved (use statistics) and that other processes have not been adversely affected;
d) act to consolidate the changes by updating process documentation (such as quality system procedures).

Thus the effectiveness of the quality management system depends on achievement of a high level of worker participation.

Employee Share Ownership (ESO) programs offer an excellent opportunity to drive the ‘continuous improvement’ concept and achieve a higher level of business competitiveness.

I suggest that public listed companies should sell shares to their employees at a discount rate dependent on increases in productivity.

Productivity of a company can be assessed by calculating the ratio of ‘profit’ to ‘wages bill’(provided there is not a greater investment in plant in any given year). This calculation takes into account gains and losses due to the management of the organisation.

The formula for calculating the share discount should be made available to the employee.

The advantages of this approach are:

a) the ‘continuous improvement’ program is driven by self interest;
b) employees gain a sense of ownership;
c) impact of rewards is long term;
d) the shares can be converted into cash and provide a ‘cash bonus’ if required;
e) employees can have an input at shareholders meetings and direct organisation policy. This would effectively implement Industrial Democracy.

To the employee this approach should look like ‘going to the races and riding the horse he/she has bet on’. Nothing motivates like ‘a piece of the action’.


Alan Cotterell
5 July 1995
 
P

pdboilermaker

#20
Don:

At my company we have put in a couple of methods in place, one causes a positive cash flow for the company the other costs about $100.00/month. Here they are try them out.

1. The most popular - For the line in our plant (we have 7 times 2 shifts for 14 possibilities) that performs the best for 1 month, they get a 1 hour lunch as opposed to 30 minutes and the company springs for the pizza. Measurables to determine who is the best are:
a. Least customer returns
b. Least end of the line rejects
c. Least osha recordable injuries
d. Highest internal ISO/TS 16949 audit score
e. Productivity

Each items score is weighted, this would depend on the objectives from your business plan

2. The so/so popular - Each line participates in quality circle meetings that try to end problems, this also covers our continuous improvement projects and our priortized reduction plans:
a. All people on the line participate from both first and second shift
b. Meetings are led by a Quality Technician
c. Topics covered are highest 2 customer returns for that line, highest two end of the line rejects for that line, and finially the highest 2 RPN's from that lines FMEA.

Ideas come from these meetings that are put in place, some are not. All and I mean all are responded to by upper management. At first a bunch of silly ideas came up but when everyone seen that upper management was comitted to giving a response to even the most bone head ideas, the quality of the participation got alot better.

You might try it, it has worked extremely well for us.
 
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